“There is still power in the Hummer brand,” Dean Crutchfield, a branding expert at Crutchfield and Partners, said. “America likes it big. Not everyone wants to be Paris slim, and Hummer is a symbol of American success.” Article.
With billions of dollars at stake in China, how does the NBA handle the situation with its geopolitical crisis there. Dean Crutchfield, CEO at Crutchfield & Parters, joins us with his perspective. Link.
Houston Rockets general manager Daryl Morey apologized on Twitter over a now-deleted tweet that spoke in support of Hong Kong protesters. Dean Crutchfield, CEO of crisis advisory firm Crutchfield and Partners, and CNBC’s Eric Chemi join the “Power Lunch” team to discuss. Here’s the link.
When major corporations have done something to anger Chinese authorities in recent years, the playbook has called for one thing: an apology…
“Dean Crutchfield, CEO of the crisis management firm Crutchfield + Partners, said Morey’s tweet, well-intentioned as it was, could cost the NBA billions. He wondered if a parting of the ways between Morey and the Rockets would appease China.
“You need to fire him and you need to fire him fast,” Crutchfield said. “China needs a statement, and for him to still be in his job is remarkable. I think Silver did a remarkable job with his statement, but this is a senior official, well aware of the importance of the Chinese market. One man, one tweet.” Here’s a link to the article.
“Agency experts, including a former communications executive with the league, say its initial public response inadvertently juiced the crisis….
With that in mind, Dean Crutchfield, CEO of Crutchfield + Partners, says the NBA should have exercised another option: dismiss Morey. Crutchfield says other employers would find rogue commentary of a sensitive geopolitical nature grounds for termination, especially if it was about a critical and growing geographic market, regardless of how well-meaning the message.
“If a senior executive and important representative of Apple came out with a remark like that about their most successful business unit, that executive wouldn’t be there anymore. It simply wouldn’t be tolerated in a corporate environment,” states Crutchfield. “It was one man, one tweet; they should have fired him and fired him fast.”
If they had, instead of making a statement about democracy and free speech, the NBA would have addressed business protocols and guidelines in relation to social media.
“The statement would read something like, ‘This is not how our people behave on social media, uncontrolled and with no regard for their professional responsibility. His personal opinion should have been kept to himself given the platform he has being part of this organization,’” says Crutchfield.
Financial Times reports on a new perspective on NBA v. China spat…Few western companies have more at stake than Nike in the fallout from an American basketball executive’s tweet about Hong Kong.
Here’s a link to the article. My POV is that “despite demands from the likes of Mr Rubio, he would advise the company to stay quiet. “Nike didn’t create this war,” he said. “Any crisis manager would say the same: avoid, avoid, avoid.” The episode could yet work to the company’s advantage, he added. “If they play it right, they’re going to sell a lot more merchandise.”
The question is, do CGI models hold true value for such businesses, or is this just a fad? Is such a move merely about gaining from some of the hype such models currently present? Or can it in fact drive ROI for the brands making use of them long term?
Following on from the Fashion shows in NYLON I spoke with CGTN’s Rachelle Akuffo about growing popularity of CGI models. Here’s the link.
Bloomberg News “As chief executive officer of Unilever, Paul Polman transformed the sprawling maker of Dove soap, Knorr stock cubes, Cif cleaning sprays, and Hellmann’s mayonnaise into a test bed for the idea that companies can benefit from affiliation with social causes, such as improved hygiene or better access to toilets. While investors and analysts were initially skeptical, Polman was ultimately lauded for redefining the corporation as something more benign than a purely profit-driven enterprise, even as margins edged up slightly from the midteens to almost 20% during his tenure. Now, Alan Jope, the Scotsman who succeeded Polman in January, is amping up the strategy. Article here.
Great article from Forbes that sheds some useful insights on why and when to rebrand…
“Rebranding can be a good way to better reflect your company’s current focus and growth, but the process must be handled with the utmost care. Otherwise, you risk alienating your existing customers while failing to attract any new ones.“
Here’s a quote of a prediction I made when the campaign first ran.